OB ASSIGNMENT

“Mosh Pits” of
Creativity
Case Study Write-up
Submitted to

Dr. Prachi Bhatt

By Group No 1

Abhishek Kumar Jha (93002)

Amba Prasad Tiwari (93007)

Anand Kumar (93009)

Najmul Haque (93032)

Ravindra Kumar (93039)

Siddharth Bhagel (93053)

The case study “Mosh Pits” of Creativity is a classic example where in team effectiveness and
innovation are getting benefitted by implementation of concept of cross-functional teams and
Team effectiveness model. The case study explains how Motorola, Boeing, Proctor and Gamble
and Mattel were able to achieve breakthrough innovations just by emphasizing effective
communication within teams. All of these firms did away with the bureaucratic way of processes
and provide members of the team and teams more autonomy.

Analyzing the case further we answer following questions from the case study:

Ques 1. What elements of tam Dynamics model are Motorola, P&G and other co. applying
to make these products development teams (PDTs) successful?

The type of team that the companies are emphasizing is of cross functional teams to make the
innovation centers successful. CROSS FUNCTIONAL TEAMS are formed when people from
same hierarchy but different areas mingle together to work on one problem, and these companies
are promoting these type of team. Cross functional teams are and effective means for allowing
people from diverse areas within an organization (or even between organizations) to exchange
information, develop new ideas and solve problems, and coordinate complex projects. Today’s
mantra is SWARMING BEEHIVE and not assembly line thinking. People from different
disciplines gather and focus, brainstorm, tinker and toy with different questions and generate
answers .These can also be used to improve the manufacturing processes.

Cross functioning also promotes removal of ceiling i.e. hierarchy by letting the managers to be in
same cubicles as other people. This step has lead to breakage of barriers leading to effective team
work. The effect can be seen on performance as things which took weeks and months are done
in few hours leading to goodwill of the organizations. Also in Motorola they bypassed the
regional managers from different regions to know about the product so that the team can be as
innovative as possible. In some companies these places are like haven where one rests and
retreats fresh and reenergized.

Using team effectiveness model we can determine following features:

- Autonomy

More autonomy is prevailing in the Innovation labs as compared to earlier assembly line
process. Processes are fast paced and companies chum out updates far more quickly. This
has been possible due to liberalized approach towards work design and cross functioning
of teams.

- Skill- Variety

Cross functioning allows better skill variety within a team.

 - Climate of trust

Cross functional teams creates climate of trust within people from different areas which
in turn improves team effectiveness.

- Task Identity

As explained through example of Fisher-Price in the case, when staffs of different areas
participate in brain-storming sessions together, they are able to identify Task Identity
much more effectively.

- Conflict levels

Changes are always not seamless. Old workers still measure their success by the square
footage of their private space as quoted by Steelcase in the case study.

- Leadership and structure

Informality and energy is the focus of new leaders. This motivates team members more
and contributes to enhanced team effectiveness.

Ques 2. Identify potential team dynamics challenges the PDTs might face in the situations
described in the case.

Ans. The potential challenges that one can face in situation described in the given case can be found
out by proper diagnosis of the group. The process of finding out what is going on in a group may be
called diagnosing. It is an essential skill of a facilitator. Diagnosis involves understanding the
causes after looking for clues within the group and outside the group. Some examples follow to
illustrate the point.

- Not everyone participates or shows interest.

- Some members ignore or disregard contributions from other members
- The group is not able to come to consensus or is unable to devise a plan to
implement the decision.

Challenges can be:

- High level of conflicts due to vested interest, taking control i.e. superiority among
members coming from different groups.
- Cross-functional teams complicate the relationship between functional areas and increase
organizational conflict and joint involvement introduces conflict at the individual level.
- Cross-functional integration can be costly. Many meetings are required to facilitate
information flows and reaching a consensus on decisions across functions can take
considerable time. And finally, management of the interface can be difficult. It requires
managers with special training to coordinate the complex process of developing a product
with such a diverse set of individuals.
Also some other challenges may be people not trying to mingle, communication gap, not sharing
ideas, departments given higher priority than organization, conflicts, social loafing, lack of
common goal, lack of rewards.

Ques 3. How are these companies supporting informal groups and how might these groups
aid the creative process?

Ans. These companies are in many ways promoting informal groups in their organization for free
flow of ideas and for a high level of innovation in the company. The technology in today’s
competition grows old faster than before thus it is necessary for the companies to innovate at a
faster rate. Steps taken by different companies are as follows:

i) Motorola:
Leaving cubicles at Libertyville and going for waist high cubicles, broke hierarchy and barriers
to give work the highest priority.

ii) Mattel:
Observing families at play in the field and making products according to the consumer. Taking a
deep dive into product development part by brainstorming ideas.

iii) Boeing:
By creation of common break areas to promote the mingling of people from different areas to
find each other easily and work for innovations on a daily basis.

iv) Procter and Gamble:

By providing excellent chill out zones so that people come there and get back afresh, so that they
can tackle the problems easily. Motive of these innovation centres is that people should feel free
and creativity comes from freedom.